When it comes to facing a crisis in your business, it’s a matter of when, not if.
It can be a major event, such as “the big one” that everyone keeps talking about
in Washington State, or it can be as simple as an employee embezzling from you.
In between, there are literally hundreds of crises that can affect your business at
any moment; some will be merely bumps in the road; others may be so serious
that they threaten to put you out of business.
The good news is, you can reduce the chance an event will occur or reduce its
impact with a little planning and some practice. That is the goal of this guide, to
show you how to identify potential crises, prevent some from happening at all,
reduce the impact of ones that do occur (you can’t stop them all, unfortunately),
and help you move more quickly through any crisis
so things can return to normal, or at least, a new
Crisis management isn’t rocket science, but it
normal.
is a science in many respects. It is also an art.
With an understanding of the process, you can follow proven steps to manage
a crisis from start to finish with confidence. What’s more, you can create a crisis
plan that allows you to significantly reduce the guesswork, providing clarity even
when all hell is breaking loose around you.
The old adage, “don’t put off to tomorrow what you can do today” seems to
have been created specifically for the crisis world. The simple truth is, a disaster
could strike today, tomorrow or next week. True, one may not strike for years,
lulling you into a false sense of security. But a crisis in your business can strike at
any time, even if it’s as simple as an employee robbing you blind or the Russian
Mafioso hacking into your data. It can happen to the best of us, just ask the folks
at Target, Home Depot or UPS.
Effective crisis management does take time, but experts would argue that it is
time well spent. The hard and soft dollar cost of planning is small compared to a
major crisis striking your company, testing your ability to weather the situation
and come out on the other side relatively unscathed.

5

WHY YOU NEED TO PLAN NOW!
Companies never expect to have a disaster play out right before their very eyes.
Certainly, BP never expected the Deepwater Horizon oil spill, which unleashed
4.9 million barrels into the waters and onto the beaches of the Gulf of Mexico.
Barilla Pasta never expected its CEO’s remarks on an Italian radio show about
homosexuals to cause sales to plummet half a world away in the United States,
and it probably never dawned on TV chef Paula Deen that some racial slurs
uttered years ago would shake her multi-million empire to its very core.
While none of these companies or people could have seen the specific crisis
coming, each could have prepared a response to it and every other possible crisis
that could occur, if they only took the time and effort to forge a workable crisis
plan and rehearse it periodically.
As part of your plan, you should:

1 IDENTIFY every potential crisis that could affect you, no matter how
remote it may seem.

2 DETERMINE what you can do to minimize the risks of it happening in the
first place, or if it were to happen, minimize the damage it could do.

3 CREATE a business continuity plan that you can follow in times of crisis to
guide you through the process.

4 TEST the plan at least annually and make any changes to it based on
your drills.

A carefully crafted and comprehensive crisis plan will help you know what to do
next in a crisis. It’s like firefighting. It’s far easier to fight a fire if you know where
the fire extinguishers are before the fire breaks out. It’s far harder to control
a blaze when you’re still trying to figure out how best to battle it. You will get
burned.

6

NATURAL DISASTERS These are the most common crises, including earthquakes,
tornadoes, hurricanes, landslides, etc. Natural disasters can also include flooding
caused by burst water pipes or a collapsed roof from a storm. In one Gallup poll,
30% of businesses surveyed reported that they
Here are just a few events that can interrupt
had been closed 24 hours or longer in the last
your operations or even put you out of business.
three years due to a natural disaster.
THEFT OR VANDALISM Theft can be monetary, but it can also be the loss or
disabling of key pieces of equipment or computers.
FIRE Fire can be caused by a short in your building’s wiring, arson, a power line
knocked down during a windstorm, or a tool or appliance left on.
IT FAILURE This can include computer viruses, hacking, system failures or even
a seized hard drive you never backed up. According to the U.S. Bureau of Labor
Statistics, 93% of businesses that suffer significant data loss go out of business
within five years.
RESTRICTED ACCESS TO YOUR PLACE OF BUSINESS This can happen when
there’s a gas leak or an on-site fatality. How will you operate your business
remotely during an event that restricts access to your location?
LOSS OR ILLNESS OF KEY STAFF What do you do if a key figure is suddenly
lost, such as the death of the company’s founder in a car accident or a senior
management team member who is incapacitated by a stroke or serious illness?
OUTBREAK OF DISEASE OR INFECTION How do you address an E.coli
outbreak at your restaurant, the death of your livestock due to a disease, or an
employee infected with hepatitis?
TERRORIST ATTACK Yes, this can happen to you. Remember the Oklahoma
City bombing, or 9/11? Even if you aren’t the direct target, your business can be
affected, either by collateral damage or lack of access to your facility in the aftermath.
SUPPLIER OR CUSTOMER CRISIS What events could keep a supplier from providing
product to you? Where can you purchase goods elsewhere to keep shelves full?
What happens if your customer or client can’t get to your place of business, or
couldn’t call you because the phones were dead?
DISPARAGING MEDIA COVERAGE How do you respond? Should you respond? An
article doesn’t have to be true to damage your business. What would you do if
you were blasted in the press or a letter to the editor?
7

T H E F O U R S TA G E S O F A C R I S I S

A crisis has up to four phases. With proper planning you can eliminate or
compress the middle two stages, hopefully going from the first to the last as
quickly as possible.

STAGE 1 PRODROMAL This is the warning stage. The event hasnâ&#x20AC;&#x2122;t
happened yet and you may have not even recognized that it might happen. This is
the time when you want to assess the impact an actual crisis could have on your
company, your employees, your customers and your bottom line.
STAGE 2

ACUTE This is the crisis itself. Thereâ&#x20AC;&#x2122;s no turning back now. You will
lose some ground, events will occur and you may experience damage. The key
here is to control what you can as much as you can so you can move the situation
to the next stage as quickly as possible. The acute stage is the shortest of the four
phases.

STAGE 3

CHRONIC This is sometimes referred to as the clean-up phase.
This is either a time to breathe a sigh of relief because you handled things well,
or fight your way through upheaval, financial stress, management shake-ups, the
loss of customers and at its worse, bankruptcy or the loss of your business. This
period can last indefinitely if you failed to plan.

STAGE 4 CRISIS RESOLUTION If you spotted a crisis in the prodromal stage,
your goal is to move as quickly as possible to this stage. This is the turning point
where you can turn a challenge into an opportunity. The ideal is to move from
the prodromal stage directly to the crisis resolution stage without having to go
through the acute and chronic stages.

8

CRISIS INTERVENTION 101

Any crisis falls into four distinct ranges.
RED RANGE These events have a high probability of occurring and have a major
impact on your business.
YELLOW RANGE These events have a major impact on your business, but a
lower probability of occurring.
BLUE RANGE These events have less impact on your business, but a higher
probability of occurring.
GREEN RANGE These events have a low impact and aren’t very likely to occur.
Those crises that are identified as being in the Red Range are the ones you need
to focus on most, followed by those in the Yellow Range. Those in the Blue and
Green ranges don’t warrant as much attention as they won’t adversely affect
your business in the long run even if they do happen. They are considered minor
disruptions and mitigating them may not be worth the cost, time or effort.

Take inventory of all the possibilities.
If you do nothing else, try to either reduce the probability a Red Range event will
occur or take the steps necessary to reduce its impact on your business.
How do you know which crises are in
the Red Range? You start by thinking of
every possible scenario your business
can face. To the left are just a few:
The possibilities are virtually
endless, of course. Many crises
are industry or business specific, so think long
and hard about every possibility, no matter
how remote it may seem. That said, you
probably don’t have to factor in things like a
zombie apocalypse or an alien invasion.

Brainstorm all the possibilities. Once you have your list, you need to rank each
crisis according to how likely it is to occur and what impact it may have on your
operations.
9

LET’S GO THROUGH THIS PROCESS STEP BY STEP.

STEP 1

ASSESS THE POSSIBLE IMPACT

Look at each crisis you’ve identified. For each, answer five questions, ranking
each potential crisis on a scale from 1 (Least Impact) to 10 (Most Impact). Don’t
worry about the chance of it occurring. We’ll get to that in a minute.

1 If the crisis runs the risk of escalating in intensity, how intense might it get
and how quickly?

2 To what extent will your crisis fall under someone else’s watchful eye, such
as the news media or a government regulatory agency?

3 To what extent will the crisis interfere with the normal operations of your
business?

4 Is your internal/external public image at risk?
5 To what extent would your company’s bottom line be damaged?
Here’s an example of how this ranking process works. Let’s say that you run
a convenience store. Rank each answer on a scale from 1 to 10 on your Crisis
Impact Value Rating Sheet (a sample follows).
A possible response could look like this:
EVENT
Robbery

1 2 3 4 5 AVERAGE
7 9 8 2 3
5.8

A robbery will intensify quickly, hence a 7. The police or another law enforcement
agency will almost assuredly get involved, so #2 is a 9. It will shut your business
down for at least the rest of the day, perhaps longer if there is damage, an injury
or a fatality, so an 8. Will your image be hurt? Probably not, as you’re a victim,
so #4 is a 2. Any financial impact would be negligible, especially if you’re insured
or the money or items are recovered, so #5 is a 3. This gives you a 5.8 impact on
your business.

10

Now, let’s look at the probability it will occur. If you do some statistical research,
you’ll find that there is a 6% chance that your convenience store will be robbed at
any point. That is the nationwide average.
Let’s say that you already know that your store has been robbed twice in the
last two years and it’s in a tough neighborhood that overall has a lot of crime.
While the statistical chance is only 6%, experience tells you it will be higher in
your locale. You choose to give it a 12% chance. This means that a robbery would
have a medium impact on your business, but is fairly unlikely to happen. The final
ranking would be 5.8/12 – a 5.8 average for the impact and a 12% chance of it
occurring.
Though the chance of it happening is low, you
can still do something about the impact, if you
wish. Conceivably, you could install another
security camera or two, keep valuables in a safe, add more lighting in the parking
lot – the list goes on.

Robbery Example: final ranking 5.8/12 —
5.8 average for the impact. 12% probability of event.

Before you call a security company or electrician, think more about the crisis
itself. Is the potential impact worth the cost? How much will it cost you to add
these extra security features? Is it substantially more than it would cost to do
nothing?
As you run the numbers, remember that there are two types of cost. There
are hard costs and soft costs. Hard costs are the actual dollars a crisis costs
you, which can include preventative measures or losses in income caused by
the situation. In contrast, soft costs are the things you can’t always readily see:
decreased productivity, increased absenteeism, workers’ compensation claims,
increased turnover, erosion of community support, etc.
Depending on the crisis at hand, the cost of intervention may appear to equal the
hard costs of a possible loss. But the soft dollar losses can create a trickling effect
in your business where you continue to lose revenue long after the initial crisis
has passed, often without noticing until it’s too late.

11

Typically, the more attention your crisis receives in the news, the more likely you
will experience a cost in soft dollars. This soft dollar loss can occur over weeks,
months or even years. You want to go through this process and analyze hard and
soft dollar costs for each crisis you have identified.
Following is a sample worksheet so you can see how a completed analysis looks.
The identified crises are those of a mid-sized retailer, but youâ&#x20AC;&#x2122;ll get the idea of
how it all works.

MAR

12

CH

CRISIS IMPACT VALUE RATING SHEET
Answer the key questions, ranking the impact of each from 1 least to 10 most.

1 If the crisis runs the risk of escalating in intensity, how intense might it get
and how quickly?

2 To what extent would the crisis fall under someoneâ&#x20AC;&#x2122;s watchful eye, such as
the news media or government regulatory agency?

3 To what extent will the crisis interfere with normal operations of your
business?

4 Is your internal/external public image at risk?
5 To what extent would your companyâ&#x20AC;&#x2122;s bottom line be damaged?
EVENT

1 2 3 4 5 AVERAGE

1. Acquisition of Another Company

___

___

___

___

___

___

2. Arson: Store/Office

___

___

___

___

___

___

3.

- Distribution Center

___

___

___

___

___

___

4.

- Corp. HQ

___

___

___

___

___

___

5.

- Employee Originated

___

___

___

___

___

___

6. Bomb Threat: Store/Office

___

___

___

___

___

___

7.

- Distribution Center

___

___

___

___

___

___

8.

- Corp. HQ

___

___

___

___

___

___

9.

- Employee Originated

___

___

___

___

___

___

10. Boycott, Consumer

___

___

___

___

___

___

11. Civil Disturbance

___

___

___

___

___

___

12. Computer Hacking

___

___

___

___

___

___

13. Data Breech

___

___

___

___

___

___

14. Earthquake, Distribution Center

___

___

___

___

___

___

15. Earthquake, Corp. HQ

___

___

___

___

___

___

16. Embezzlement/Fraud

___

___

___

___

___

___

13

EVENT

1

2

3

4

17. Fire/Explosion, Store/Office/HQ

___

___

___

___

___

___

18. Homicide

___

___

___

___

___

___

19. Employee Originated

___

___

___

___

___

___

20. Hostile Takeover Attempt

___

___

___

___

___

___

21. Insolvency, Company

___

___

___

___

___

___

22. Kidnapping

___

___

___

___

___

___

23. Lawsuits

___

___

___

___

___

___

24. Layoffs, Sizeable

___

___

___

___

___

___

25. Natural Disaster

___

___

___

___

___

___

26. Power Failure, Store/Office/HQ

___

___

___

___

___

___

27. Product Recall

___

___

___

___

___

___

28. Product Tampering

___

___

___

___

___

___

29. Protest Against Company

___ ___

___

___

30. Reorganization (Major)

___

___

___
___

___
___

5

___

AVERAGE

___

31. Robbery with Employee Fatalities ___ ___

___

___

___

___

32. Robbery without Fatalities

___ ___

___

___

___

___

33. Sabotage

___ ___

___

___

___

___

34. Sale of Company

___ ___

___

___

___

___

35. SEC Investigation

___ ___

___

___

___

___

36. Senior Mgr Incapacitation/Death

___ ___

___

___

___

___

37. Senior Mgr/Board Member Scandal ___ ___

___

___

___

___

38. Termination of CEO or President

___ ___

___

___

___

___

39. Unfavorable Business Ventures

___ ___

___

___

___

___

40. Unfavorable Financial Report

___ ___

___

___

___

___

41. Unionization

___ ___

___

___

___

___

42. Unsubstantiated Media Reports

___ ___

___

___

___

___

43. Unsubstantiated Rumors

___ ___

___

___

___

___

44. Voluntary Work Stoppage

___ ___

___

___

___

___

14

STEP 2

ASSESS THE PROBABILITY

What is the likelihood of the event occurring? Is it an almost certainty, a once
in a blue moon chance, or somewhere in the middle? Assign a numerical value
to the probability as a percentage on a scale from 0% (no chance at all) to 100%
(absolute certainty).

STEP 3

PUT IT ALL TOGETHER

Each crisis should now have an average impact between 1 and 10 and a
probability between 0% and 100%. Any resulting crisis impact can be expressed
in the following terms: Impact/Probability. For example, a high impact/high
probability event may be scored as 8.2/65, 7.3/80, etc.
Do this for every conceivable event you can think of, creating a worksheet similar
to the one shown. Try to be as objective as possible, even though some of your
answers may be guesstimates. If you try to minimize an event because it will be
difficult to deal with, youâ&#x20AC;&#x2122;re only cheating yourself in the long run. You can find
template versions of the charts and graphs used here at www.choosewashington.com
under the Data & Resources tab.

15

STEP 4

PLOT THE RESULTS

Using a grid with two axes, plot out all the events, using their corresponding
numbers in the worksheet as the marker on the grid. The vertical scale is the
Crisis Impact Value (0 to 10), the horizontal scale represents the Probability (0 to
100%).
Every event will end up plotted into one of the four quarters on the grid: Red
(upper right), Yellow (upper left), Blue (lower right) and Green (lower left)
according to their probability and impact. Plot all your events according to the
crisis impact data (Impact/Probability) on the grid.
10 ­—
9—

•22•23

•37
•15

8—

•48

•10
•30

•36 •3

•4
•19
•8
•33

6 — •39

•20

•23
•17

•40

6

•14
5
•4 •34

•25

•24

4—

•7

•9
•6

•2

—

­—

­—

•35
•30
•28
•41
•26

•12

3—

•38
•31

­—

­—

­—

•2

—

•18
•32

­—

•1

—

•5

—

—

%

•27
•46

43 •

•160 70 80 90 100
0 10 20 30 40
•47
1

­—

PROBABILITY
FACTOR

7—

•13

•11
2—

•42

•29

1—
0—

CRISIS IMPACT
VALUE
CIV

AN EXAMPLE
O.K. You’ve ranked all the crises and the ones in the upper right have the highest
impact and the highest probability. These are Red Range events.

16

Based on your plotting of the corresponding numbers, here are the events that
require your near-term attention:
RED RANGE (High Impact/High Probability)
Crisis#

Crisis

Impact/Probability

24

Reorganization

7.0/90

14

Data Breech

5.8/68

27

Layoffs

6.8/79

37

Sale of Company

8.2/60

46

Unfavorable Story in Media

6.4/80

34

Robbery

5.2/66

45

Unsubstantiated Media Report

5.2/61

16

Embezzlement/Fraud

5.6/56

15

Data Failure

7.8/62

39

Senior Partner/Board Scandal

6.0/52

Your goal now is to reduce the impact or the probability so that you can move
these crises either into the Yellow Range, Blue Range or even the Green Range.
How would you reduce the impact or probability of a data failure? To reduce the
probability, you could make sure all your data is backed up regularly. This would
move the crisis to the Yellow Zone because it would be less likely that data would
be lost if there were a hardware failure. You could stop there, but you could also
go a step further and move the event to the Blue or even the Green Range by
reducing the impact. To do this, you would not only plan to back up the data
regularly, but store it off-site or in the cloud to protect it from a fire, flood or
other crisis that could damage or destroy your place of business.
Layoffs or reorganizations are part of business. They can even be considered
inevitable. While you may not be able to execute a no-layoff policy to reduce the
possibility, you can reduce the impact by devising an internal communication plan
that keeps employees informed, handles staff reductions or reorganizations with
honesty, integrity and transparency, and creates a system for reducing staff with
dignity.
17

STEP 5

RINSE AND REPEAT

It may be tempting to go through this process once and think you have everything
under control. But the probability and impact of any particular crisis can change
over time. You need to revisit your plan regularly to make sure that there arenâ&#x20AC;&#x2122;t
any new scenarios that could cripple your business and reassess probabilities and
impacts of every event.
It is highly recommended that you go through a tabletop exercise at least
annually to test your plan. Make it as real as possible and go through the drill
as if everything is real. Choose a different crisis each time so that you come
to understand that every event is different, but there are common responses
(Response Modules) that you can standardize and use in any number of
situations.

18

DEVELOPING AN EFFECTIVE CRISIS PLAN.
Now you know what possible crises can occur and how they will impact your
business. You may have even gotten far enough that youâ&#x20AC;&#x2122;ve figured out how to
move some of those Red Range events into the Yellow or Blue areas.
You still need a plan. A crisis can strike at any time. As noted earlier, having a wellcrafted crisis plan allows you to manage any situation on the fly with confidence.
Though you may never know when a fire will break out, at least youâ&#x20AC;&#x2122;ll know where
the fire extinguishers are.

PLAN ELEMENTS
A business crisis plan, sometimes called a business continuity plan, has several
essential elements. How extensive it is depends on your crisis planning and
management acumen and the size of your company or operations. Obviously, a
larger company or one with satellite operations requires a more detailed plan
than a small community business with a couple employees.

A crisis plan:
Outlines who is on the response team, including any subject matter experts.
Defines the roles of each member as well as the location and setup of the
Crisis Command Center.
Defines the initial steps for responding to a crisis so you can take immediate
action while enacting other portions of the plan that may require longer lead
times, such as finding an alternative place to work.
Outlines the steps required to handle media inquiries.
Includes contact information for local businesses that may be needed in
an emergency response (locksmiths, 24-hour food vendors, electricians, IT
specialists, city officials, etc.).
Serves as the operational plan both in times of crisis and during rehearsals.

19

A WORKABLE PLAN SHOULD HAVE THESE COMPONENTS.
A FLEXIBLE SET OF RESPONSE MODULES. As you identify the various crises
that can affect your company’s operations, you’ll start to see patterns of how
you should respond. Modularizing these responses can help you respond quickly
and appropriately in the first minutes, hours and days of a crisis. Modules may
include: a lock down of the facility, evacuation, medical containment, grief
management protocols, police or fire response, etc.
LINKAGE BETWEEN CRISIS AND MODULES. These modules can be linked to
each possible crisis. For instance, a “shooter on site” scenario could trigger 1)
a lock down, 2) a police response, 3) possible evacuation at their direction, 4)
grief counseling and 5) off-site communications center. A robbery may require
modules 2 through 4, but not the first and not necessarily the fifth. You should
be able to assign modules to each crisis in the order they should occur. A
spreadsheet can be used for this purpose.
A SET CHAIN OF COMMAND. The plan should outline who is in charge. This
includes who can call the Crisis Command Center (CCC) into action, who is in
charge of making response decisions, what the hierarchy is for reviewing and
approving media releases and talking points, alternates to cover assigned roles
should someone be on vacation or ill and who would handle a remote or off-site
CCC.
ACTIVATION PROTOCOLS. What will trigger activation of the Crisis Command
Center? This will be the signal to move from business as usual to “war room
mode” as well as what signals a return to “normal” after the crisis has passed and
there’s no longer a need for a CCC.
CLEAR TEAM ROLES. There should be clear roles for who handles media
relations, employee communications, social media, stakeholder/stockholder
relations, the Media Briefing Room and other responsibilities. These should be
clearly delineated so the lines of responsibility as well as the lines of reporting are
clear to all team members.

20

CLEAR COMMUNICATION CHANNELS. Your team needs to know which
channels to use to respond to each crisis. You also want to outline alternative
communication channels should a primary or traditional channel be disabled or
temporarily unavailable.
BACKUPS. The plan should outline things like who to contact to provide security,
how to start the generator for emergency power and what can be run from it,
where the extra fuel is stored, the location of emergency food, water and medical
suppliers, etc.
DRILLS. Practice makes perfect as they say. Following are some of the ways you
can run drills, starting with the easiest.
Walk-throughs. Just as it says, a walk-through of the plan with a couple whatif scenarios to illustrate how the plan works.
Tabletop exercises. A scenario is developed in advance and the team goes
through it using the chain of command and the processes outlined in the
plan. Afterwards, the team discusses what worked and what didnâ&#x20AC;&#x2122;t so
changes to the plan can be made if needed.
Event simulations. This is a real-world situation in which the team responds
to a mock incident. This simulation lasts several hours and multiple
complications are introduced into it to allow the team to manage both the
primary crisis as well as secondary incidents.
Full drills. These are typically reserved for companies that deal with high
stakes crises such as potential oil spills, chemical leaks, or airplane
accidents. These are as real as possible, including victims and ever shifting
scenarios. They are also very expensive to conduct and take months of
planning.

21

The Japanese word for crisis is 危機, or kiki. Fittingly, it has the kanjis 危, which means
danger, and 機, which means opportunity. Depending upon how you plan for or respond
to a crisis, it can be both a danger and an opportunity for you.

Here are some helpful things to think
about as you develop your crisis plan.

PLAN FOR THE WORST AND BEST POSSIBLE
SCENARIOS. This will help you consider all the options,
knowing what the worst outcome could be (danger) as well as the best possible
outcome (opportunity).

BE PROACTIVE, NOT REACTIVE. Often a crisis that could easily be controlled
at the outset will spin out of control and get worse than it would have ordinarily
been if you ignore it or pretend it’s not happening. Don’t put your head in
the sand – always be on the lookout for a pending crisis while it’s still in the
prodromal stage and tackle it intelligently and proactively.
STAY ORGANIZED. Don’t wait for a crisis to occur to take the plan for a spin.
Rehearsing, updating and maintaining your plan will help you remain crystal clear
while things appear to be spinning out of control all around you.
LEARN FROM THE PAST. If a crisis does strike, use the lessons learned to
improve upon your crisis management skills. Meet with your team after
everything settles down and objectively review what worked and what didn’t.
DON’T PLACE BLAME. In the midst of a crisis, mistakes will be made. Don’t be
quick to blame. Show the world a united front and then review how things could
have been better after the crisis has passed and you’ve had time to gain some
perspective.
DON’T DO EVERYTHING YOURSELF. As a situation unfolds, you’ll need to be
juggling a lot of balls. This is not the time to be a control freak. Assemble your
team and use their collective strengths and talents to address the different
aspects of a crisis, from media relations and operations to logistics and finance.
THINK OUTSIDE THE BOX. When a crisis occurs, step out of what is known
about the situation and approach the problem from all sides. Be willing to take
measured risks to solve the problem.
22

STAY CALM. A crisis plan is designed so that you don’t have to panic. You can
have clarity, even in the toughest, most uncertain moments because you have a
well-rehearsed plan in place that you can follow.
DON’T GET CAUGHT UP IN THE MOMENT. Remember, the crisis will eventually
pass. It may be hours, days, weeks and even months, but it will pass and a new
normal will form. Be patient and don’t waste time fighting a battle that has
nothing to do with winning the war.

CRISIS RESPONSE MODULES
Earlier we alluded to the idea of modules. Many events require similar response
patterns. When possible you should identify these modular responses and create
a workflow for each.
Let’s look at an example, using a hazardous spill in your place of business as the
crisis that requires a proactive response. A response scenario, complete with the
interchangeable response modules (Hold and Evacuate in this case), may look like
this.

CRISIS: Hazardous Spill Onsite

1 Isolate the spill area and remove everyone from the site to a position
of safety.

• Do not pull the fire alarm unless an evacuation can be conducted
without entering the spill area.

2
3
4
5
6
7

Shut down the ventilation system to affected areas.
Administer immediate first aid, if required.
Decontaminate personnel, if required. Prevent contact with other staff.
Call 911.
Notify your supervisor and the Crisis Command Center (CCC) Manager.
Let the facility manager or CCC Manager brief the Fire Department when it
arrives.
23

8

The CCC Manager may activate the Crisis Command Center if:
• Operations have been disrupted.
• There are injuries or fatalities.
• The leak affects the surrounding community.
• There is imminent danger to neighboring homes or businesses.

9

In cooperation with the Fire Department, the CCC will determine if a Hold
or Evacuation is required.
• If a HOLD is required:
- Keep all staff in their present locations.
- Continue activities as usual.
- Take attendance to ensure everyone is accounted for.
- Follow directions provided by the CCC and/or the Fire Department.
- Release no one.
- Ignore/extend closing times.
- Seal off and secure facility as much as possible.
- Limit media access to a remote location.
• If an EVACUATION is required:
- Work with emergency responders to establish an evacuation plan
that is safe and efficient.
- Announce need to evacuate over the PA system, asking personnel
to utilize the evacuation maps in their work area.
- Ask that employees take any personal belongings within immediate
reach with them.
- The last person out checks to see that everyone has been
evacuated, turns out the lights and closes the door.
- Employees report to their designated assembly area.

24

- The immediate supervisor takes attendance and reports any
absences to their manager or the CCC Manager who reports any
missing personnel to emergency responders with their name and
last known location.
- All staff shall remain in their emergency assembly area until
advised otherwise. No one is to leave.
- Traffic is to be redirected as necessary. If alternative transportation
is needed, work with the CCC Manager to secure.
- When allowed, employees may check with their supervisor and
either return to work or leave the facility for home.

10

Following the end of the crisis, complete all reports and claims.
â&#x20AC;˘ Submit to the facility manager and/or CCC Manager as soon as
possible.

As you can see, a Hold or Evacuation process is the same, whether it is for a
hazardous materials spill, a natural disaster or any other threat that may put
employees in danger or jeopardy.

25

OH, AND ONE LAST THING . . .
It’s easy to make decisions in a vacuum. This is not to suggest that decisions
should be made by committee when a crisis occurs. Instead, you want to have a
decision team that can serve as trusted advisors. They can help you brainstorm
solutions, explore options and come to consensus on what must be done.
To help the team in the planning and execution of any crisis response strategy,
you may want to use decision trees in your training exercises and during an
actual crisis. These trees will help you flesh out possible options along with their
potential outcomes.

Decision trees work like this.
If we select ‘Risk A’, what might happen? Well, ‘Outcome 1’ may happen or
‘Outcome 2’. If you choose ‘Outcome 1’, then ‘Outcome 1.1’, ‘Outcome 1.2’
or ‘Outcome 1.3’ might happen. If you were to select ‘Outcome 1.2’, then
‘Outcome 1.2.1’ could happen or ‘1.2.2’ and so forth. Try to take this decision
tree out five levels and see what the possibilities are. This can help you arrive at
decisions much more quickly since you’ll have a fairly good idea how each one
will play out down the road.
OUTCOME 1.1
25% LIKELY

OUTCOME 1.2
70% LIKELY
OUTCOME 1
20% LIKELY

Risk A
$10,000 IMPLICATION

26

Risk B
$30,000 IMPLICATION

OUTCOME 2
80% LIKELY

OUTCOME 1.3
5% LIKELY

SUMMARY

This guide should provide you with enough of a foundation in crisis management
to get started. It is by no means comprehensive, as there are simply too many
variables to be factored in, such as your industry, company size, experience
managing crises, location, etc. to cover every conceivable scenario.
We hope you will consider creating a plan sooner than later. The ability of your
business to soldier on when a crisis strikes is not only good for your bottom line,
but good for your employees, customers and Washington’s economy.
You don’t have to start with a grandiose plan either. Instead, start simple. For
example, ask yourself if an earthquake were to happen tomorrow, do you have
the necessary emergency supplies on hand to care for your employees in its
aftermath. This would include such things as flashlights, first aid kits, emergency
rations, water and even a whistle at workstations so you can tell if someone is
trapped if part of the building collapsed or an office door became jammed.
The success of a well-crafted crisis plan isn’t in the planning or the paperwork,
but in the ability to successfully meet a crisis head on, weather it with confidence,
and emerge from the other side. As noted at the beginning of this guide, a crisis
isn’t a matter of if, but when.
When the next crisis strikes, will you be ready? And if you’re ready, will the
situation be a challenge, an opportunity, or both?
For more information, research “crisis planning” or “crisis communications”
online or in your local library or bookstore. Amazon.com also has a wide selection
of books available on the subject of crisis planning and communications.
The Appendix documents in this Crisis Planner are available at
www.choosewashington.com under the Data & Resources tab as a Word
document. Feel free to use the information and templates to create a Crisis Plan
for your company.

27

APPENDIX

SAMPLE CRISIS COMMUNICATION PLAN
To help you assemble your own business continuity plan, weâ&#x20AC;&#x2122;ve included a sample one that was used for
a retail technology company. This was a medium-sized business, so some of the plan elements may be
geared to a larger organization with more layers of decision making than yours. But the process remains
the same, even if youâ&#x20AC;&#x2122;re a mom and pop company with just a few employees.
Many of the roles and/or responsibilities can be assigned to the same person, reducing the size of the
response team. Your own company may not need all the assigned functions either, but you should give
consideration to each step in the plan before you decide to discard them or add them in later.

OBJECTIVES
• To formulate and channel accurate information to internal and external audiences during a crisis.
• To ensure that targeted audiences receive crisis-related information through the most efficient,
expedient channels.
• To take preventative steps ahead of predictable crises to avoid communication gaps during an
emergency.
• To create a plan that is adaptable and can be used for making necessary announcements with the
least possible disruption to the normal course of business operations and the corporation’s bottom
line.

CRISIS COMMUNICATIONS POLICY
In an emergency or crisis situation involving an [organization] activity, operation or employee, the
company’s general policy shall be to provide internal and external publics with full and accurate
information as soon as possible. Such information must always be based on verifiable facts.
In these situations, it is essential that an attitude of honesty, reasonableness and cooperation be
maintained at all times whenever dealing with these publics. Such information, however, must be
consistent with the safety of all [organization] personnel and with the security of the company’s property
and operations.
CRISIS COMMAND CENTER TEAM
Megan Douglas
Work: (555) 634-6266
Corporate Communications Supervisor
Home: (555) 391-5937
Rob Barker
Work: (555) 391-6324
CCC Manager
Home: (555) 935-9924
Renee Jones
Corporate Communications Coordinator

CRISIS COMMAND CENTER
If the situation warrants, the CCC Manager will direct that communication functions be centralized in the
Crisis Command Center.
Crisis Command Center Location

- Conference Room #2-D

Alternate Site if #2-D is Inoperable
- Training Room #6-B
Center Features
• Centralized access to all departments/floors
• Formal reception area nearby to receive media (Room #2-E)
• Two copy centers nearby
• Close proximity to communication staff offices
• Supply closet down hall
• Multiple phone lines
CCC Satellite Operations
At times, a crisis may warrant the establishment of a satellite Crisis Command Center at the site of the
crisis or at a remote facility should headquarters become unavailable. This may include a robbery with
employee fatalities, an extended hostage situation or a natural disaster.
The CCC Manager is responsible for making this determination after assessing the situation and consulting
with CCC Team Members.
Identified locations
Starbucks
1101 Main St.
Issaquah, WA
McDonalds
122 S. State St.
Issaquah, WA
Law Offices of Pike & Real
433 3rd Ave., Suite 220
Seattle, WA

CCC REQUIREMENTS
If the CCC is activated, some or all of the following items should be added to the room:
• 3 computers (from CCC team offices)

-

2 Laptops from IS – ext. 5770

• Printer for computers

-

Spare toner cartridges & paper

• Extra telephones (from team member offices)

-

Speakerphone from 2-E

• Powers strips/extension cords
• Dry markers for wall board
• Crisis Toolkit #1 (see appendix)
• Calculators
• Company cellphones with chargers
• Personal cellphones with chargers
• Corporate credit card
CCC ACTIVATION
In a crisis situation, the Crisis Command Center will be called into action three ways:
1. At the direction of the Corporate Communications Team
2. At the direction of the CEO or President
3. At the direction of the CCC Manager

When the Crisis Command Center Is Activated . . .
When contacted by the CCC Manager, perform the following tasks immediately:
• Call forward your phone to the CCC:
• Procedure:

- Dial *3

- Enter CCC extension

- Three beeps will confirm forwarding

• Instruct a coworker to cancel your appointments in four-hour increments.
• If your phone has been designated as a CCC telephone, take it with you.
• Take your Crisis Plan Binder.
• If your computer has been designated as a CCC terminal, get coworkers to assist you with bringing
it to the communications center.
• Proceed to the CCC where the CCC Manager will further direct you.
Once the CCC Team is assembled, the Crisis Command Center Manager will:
• Instruct the receptionist/switchboard that any incoming calls from the media are to be forwarded
to the CCC.
• Post signs on CCC door limiting access to room.
• Assign two team members to install equipment (phones/PC’s).
• Inform reception area that media representatives may be arriving and to have them wait in
reception area until a CCC Team Member meets them.
• Contact CCC Team alternates if primary team members are unavailable.
• Contact president’s administrative assistant so she can inform the senior management team,
letting them know that the CCC is active and that further information/status reports are
forthcoming.
- Her number is: (206)391-4355
• Begin immediate fact finding investigations to determine crisis status and key players.
• Instruct all key players that no statements are to be made to the media or staff unless the CCC
directs them to do so.

CRISIS COMMAND CENTER TEAM RESPONSIBILITIES
CRISIS COMMAND CENTER MANAGER
General Responsibilities
• Assess the situation and call the necessary members of the Crisis Command Center into session.
• Direct the CCC Team in crisis management, containment and resolution.
• Mobilize appropriate departments and Subject Matter Experts (SME’s) in the company to assist
with crisis.
• Keep senior management informed of the status of all pertinent crisis communications.
• Authorize crisis-related expenditures and communications.
Skill Set
• Extensive knowledge of communication process and, in particular, a detailed working knowledge
of media relations techniques.
• Strong organizational decision-making capabilities.
• General understanding of operating procedures for a variety of crisis scenarios.
• Familiarity with the organizational structure and roles of key personnel involved in the incident.
• Coaching and facilitation skills.
Duties - Mobilization
• Initiate call down roles.
• Assign and post roles.
• Assign on-scene team, if necessary.
• Receive updates from site.
• Update senior management on situation.
• Ensure sufficient resources are in place.
• Ensure first communications to the media are being developed.
Duties - Sustained Response
• Participate in the CCC policy and decision-making process and ensure the senior management
team is advised of policies and decisions.
• Develop and adjust the communication strategy during the course of the crisis in consultation with
the CCC.
• Periodically review the effectiveness of the communication response and adjust the roles as
required. If the response continues for more than 12 hours, assign shifts.
• Ensure that external communication activities between the site and the CCC are coordinated to
ensure message consistency.
36

• Ensure the CCC is supported in the planning and execution of contacts with appropriate
government officials.
• Ensure the appropriate senior company representatives are utilized as company spokespersons.
• Set up and manage the news release approval process.
CRISIS COMMAND CENTER TEAM RESPONSIBILITIES
General Responsibilities
• Secure necessary assistance, support and materials to meet crisis needs.
• Serve as conduits of key information, conducting fact finding missions and verifying information as
it comes in.
• Formulate strategies for addressing primary and secondary crisis components and indicators.
• In conjunction with Corporate Communications, assist with the creation and distribution of
external and internal information through most effective channels.
• Conduct follow-up evaluations in the chronic crisis phase.

SPOKESPERSON
Answer media inquiries about the crisis in a way that is clear, concise, accurate and timely so that the
reporting accurately covers the facts and offers a balanced view of the incident.
General Responsibilities
• Serve as contact person for all media queries regarding crisis.
• Activate Media Briefing Room and oversee its operations.
• Organize equipment and supply needs for the briefing room.
• Maintain up-to-date and readily accessible phone/email list of media contacts.
Skill Set
• Previous training in media relations.
• Skilled at using clear, concise language, particularly when under pressure.
• Practical media interview experience as part of regular job.
• Working knowledge of all the company’s operations and facilities.
• Knowledge of how the media process works during a crisis.
Duties - Mobilization
• Determine whether the primary Media Briefing Room will be located at Corporate HQ, at a remote
location or at the scene of the crisis.
If a Media Briefing Center is established remotely or on the scene of crisis:
• Take one of the toolkits.
• Provide the CCC Manager with the details concerning Media Briefing Room location, phone
number, and travel arrangements.
• Get background updates.
Upon arrival at the crisis site:
• Work with on-scene officials to develop a situation analysis.
• Gather initial statements and details.
• Decide who is responsible for the news conference.
• Determine if technical and senior spokespeople are required.
• Brief the CCC Team on the situation and maintain regular contact.
• Provide the CCC Manager with media briefings as necessary.
Once a situational analysis is completed:
• Work with the External Communications Specialist to prepare the initial release using known facts.
• Get the initial release approved.
• Coordinate the initial release distribution to the media.
• Start the media response.
• Develop daily media schedule.
38

Duties - Sustained Response
• Respond to all media inquiries in a timely, accurate, and sincere manner.
• Pass uncompleted requests for information to the CCC Manager for further action.
• Link into the media monitoring and analysis process to ensure tracking of response for possible
correction. Request specific tracking of certain sensitive interviews.
• Participate in the information updates conducted by the CCC Manager.
• Advise CCC Team of potential issues identified from interviews so strategies can be modified and
appropriate information gathered.
• Working with the CCC Team, organize and conduct news conferences, briefings and photo
opportunities.
• Coach CCC members and senior managers before interviews or conferences.
The Spokesperson shall serve as the primary contact point for all media queries and shall hold media
briefings in the Media Briefing Room, if necessary.
General Guidelines
• Fact sheets and corporate profiles containing background information about (organization) should
be prepared in advance for distribution in media briefings. Fact sheets should answer the most
often asked questions.
• As necessary, brief, concise statements should be prepared by the CCC team. Once approved,
the Spokesperson should immediately release it to the media by the customary channels. The
Spokesperson should be careful not to offer additional information beyond what has been
approved, but should promise to provide additional facts as them become available.
• Reinforce the (organization)’s commitment to assist the media whenever possible but remind
them of the company’s policies and reasons for protecting the identity of employees or other
matters of privacy.
• While on company property, the media should be limited to specific areas as directed by the CCC
Manager and/or Spokesperson. Ideally, this area should be the Media Briefing Room.
• When the media operates off-site, never interfere with their fact gathering and filming. Reports or
photos of company personnel interfering with or threatening media representatives will probably
cause more problems than unwanted coverage.
• Protect at all times the identities of anyone injured or killed as a result of the crisis until the
victim’s family can be notified by the proper authorities. Only the CCC Manager can authorize the
release of victim’s names.
• Never say “no comment.” If you don’t have the facts at hand, tell the media you will get back to
them as facts become available.
• Be as straightforward and honest as possible. If you lie or tell half-truths you will be caught sooner
or later. Bad news can’t be hidden; the media will get their information elsewhere.

If the Spokesperson is unavailable:
DO respond clearly and accurately to questions about the following:

1 What happened.

2 Where it happened (as specifically as you can ascertain).

3 When it happened (time and date only).

4 What equipment, facilities or products were involved.

5 Factual assessment of current situation.

6 Number known injured, taken to hospital or dead (no names).

DO NOT speculate and DO NOT attempt to answer questions about the following:

1 Monetary estimates of damage

2 Insurance coverage

3 Possible causes

4 Blame or responsibility

5 Anything that might imply company liability, fault or negligence.

FINALLY . . .
• If in doubt, leave it out. If you don’t know the answer, when appropriate, say you will try to find
out and call back as soon as possible.
• Nothing is ever “Off The Record.” Assume everything you say will be quoted.
• If possible, keep a record of whom you’ve spoken to (including phone numbers) and what facts
you’ve released to the media.
• Report any and all media contacts immediately to the CCC Team.
A more in-depth set of guidelines for dealing with the media during a crisis can be found in Appendix ‘D’
in this guide.

SPOKESPERSON RESPONSIBILITIES
INTERVIEW REQUESTS
The decision whether or not to accept media interviews is a serious matter in a crisis situation. Before
accepting or rejecting an interview, ask yourself the following questions:
• What do we have to gain by participating? If you have absolutely nothing to gain then you
probably shouldn’t accept. Also, if the risk factors outweigh the expected gain, you probably also
want to pass.
• What are the risk factors? This is based on the level of comfort with the medium, who the
interviewer is, the amount of preparation time you have, and how much the organization will be
damaged if the media does a story without your participation.
• Are you really in control? The media may try to go around you; sometimes management will go
around you. You need to appraise these risks realistically. One way is to make it clear to all who the
official Spokesperson is.
• Can we get our message across? If you answer yes, then you have to make sure your Spokesperson
understands the message and is able to explain it in everyday language.
• Who is the audience? An important factor is the audience itself. A local newspaper audience may
be more responsive to your message than outsiders and may be a good place to start.
• Is there another way? Can you provide the media with the information they need in statement
form, in Q&A form, or on background not for attribution? Is there someone else outside the
company – an association, scientific or academic person – who may be able to deliver a similar but
more credible message?
• Is it your company’s fight? The media loves controversy and you can be drawn into one simply
because you are willing to talk.
• How will audiences not directly in the coverage area be affected? You must consider the impact of
what you say on customers, suppliers, shareholders and employees at other locations. Remember
the Barilla CEO story. News travels fast and globally these days.
• How would your CEO and other members of your management react? In the final analysis you
have to explain your recommendation or action to them. You probably have some clues from their
reactions to previous interviews.
• Do you have a credible, trained Spokesperson? Media training can be calculable but you are not
going to have time for it when the request for an interview is made. The time to train is in advance
of the need.
• Are you playing damage control or are you trying to influence opinion? Some media give you a
better opportunity to explain ideas in depth than others.
• Are the photos that are going to run simultaneously with the story or TV news report going to
enhance your message or conflict with it? You may be able to provide pictures or camera access
that will help.

INITIAL INCIDENT FACT SHEET
What happened?_______________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
How did it happen?_____________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Do you know the cause?_________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Where did it happen?___________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
When did it happen?____________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Was anyone injured? Killed?______________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
Is there any immediate danger?___________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
What is being done to control the problem?_ ________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________

MEDIA LIAISON RESPONSIBILITIES
Depending on the size of the business, the Spokesperson and Media Liaison roles can be filled by a single
person.
Role
• To ensure the media are accommodated in a way that is cooperative and facilitating so that they
can do their jobs as effectively and efficiently as possible.
General Responsibilities
• Serve as liaison to the media.
• Supervise the set up and operation of the Media Briefing Room.
• Work closely with the Spokesperson to ensure that the media’s information and facility needs are
met.
Skill Set
• Event management experience.
• Interpersonal skills.
• Working knowledge of media needs during crisis.
• Understanding of (organization’s) operations, security procedures and facilities.
Duties – Mobilization
• In coordination with the Spokesperson, identify the location for the Media Briefing Room and
waiting area.
• Install Media Briefing Room signage.
• Set up and supply Media Briefing Room.
Duties – Sustained Response
• Arrange security procedures for media.
• Coordinate distribution of media ID/visitor badges.
• Staff Media Briefing Room as necessary.
• Let media know the Media Briefing Room is available for them.
• Ensure members of the media are escorted at all times while on (organization) property.
• Tell media of new status reports, news releases, and news conference schedules.
• Provide additional information, backgrounders and photo opportunities as appropriate.
• Serve as chairperson of news conferences, setting parameters and introducing key (organization)
officials such as the Spokesperson.

MEDIA BRIEFING CENTER
If deemed necessary, a Media Briefing Room can be set up in the [name of conference or meeting room].
The Media Liaison is responsible for supervising its set up and operation.
• Assign a staff person to direct/guide media from the reception area to the Media Briefing Center.
• Set up a speaker’s podium.
• Set up a flip chart with pad and make sure there are markers.
• Install power strips in wall outlets to ensure enough plug-ins.
• Distribute I.D. badges to media representatives.
• Provide the media with backgrounders and fact sheets as well as a list of nearby restaurants and
hotels.
• If the crisis appears to be extended, arrange for soft drinks, coffee, cups and light snacks.
• Do not direct reporters to the cafeteria for food/drink items. Their contact with (organization) staff
should be extremely limited.
• Assign the nearest restrooms as “media only” to prevent media from mixing with staff during the
crisis.
• Establish a briefing schedule for the media. Post the next briefing time on the flip chart before you
leave the room.
• If presentations are used in the briefing, assign a staff member to operate the equipment and
lights.
• Ensure media has access to wi-fi, including the logins and passwords to any protected
connections.

EXTERNAL COMMUNICATIONS SPECIALIST
Depending on the size of the company, this function may be combined with the Spokesperson role and/or
Media Liaison role.
Role
• To develop and deliver external communications that are consistent with internal messages.
General Responsibilities
• Serve as lead for the development and production of all media related communications.
• Act as primary expert regarding media actions and reactions to crisis.
• Work closely with other communications specialists to generate necessary materials and mobilize
resources.
• If not the designated Spokesperson, work closely with Spokesperson and/or Media Liaison to
coordinate media releases, briefings and interviews.
• This is not an outward facing role, but one of continuous production and support.
Skill Set
• Strong writing skills that allow quick and accurate communications.
• Familiarity with media relations and procedures.
• Broad knowledge of company operations and areas.
• Solid knowledge of print, trade and broadcast media.
Duties – Mobilization
• Establish procedures for information updates with CCC Manager.
• Ensure that all backgrounders, information kits and supporting materials are readied for
distribution.
• Work closely with other members of the CCC Team to assess the situation and determine
strategies and tactics for external responses.
• Prepare the first news release.
• Handle social media posting duties.
Duties – Sustained Response:
• Work with the CCC Manager and Spokesperson to develop necessary media materials.
• Brief the Spokesperson on key messages, statements, news releases and media tactics.
• Write and produce all external communications as directed by the CCC Manager.
• Identify appropriate communication methods and communicate the message.
• Respond to media inquiries if directed.
• Recommend communication strategies and tactics.
• Develop messages and arrange approvals.
• Manage social media.
A P P E N D I X A | S A M P L E C R I S I S C O M M U N I C AT I O N S P L A N

45

INTERNAL COMMUNICATIONS SPECIALIST
Role
• To deliver timely and accurate communications to employees which are consistent with external
messages.
General Responsibilities
• Serve as lead for the development and production of all internal communications intended for
employees.
• Act as primary expert regarding employee reactions to crisis.
• Work closely with other communications specialists to generate necessary materials and mobilize
resources.
Skill Set
• Strong writing skills that allow quick and accurate communications.
• Familiarity with corporate culture and procedures.
• Broad knowledge of company operations and areas.
• Working knowledge of employee communication tactics and channels.
Duties – Sustained Response
• Initiate communication to employees.
• Identify appropriate communication methods and communicate the message.
• Reformat news releases and distribute them using appropriate distribution channels.
• Respond to employee inquiries.
• Recommend communication strategies and tactics.
• Develop messages and arrange approvals.
The Internal Communications Specialist is responsible for internal communications and can offer more
specific recommendations concerning the creation and distribution of emergency communications to
employees.
• If the crisis requires immediate action on the part of employees, contact by phone one or more
key employee(s) in the affected area(s) and instruct them on what to do.
• Ensure that all communications distributed to the media are released internally simultaneously. In
cases of media briefings, create an employee summary of the relevant points covered.
• Address employee concerns at all times in communications. Select appropriate communication
channels to relay approved information.
• Protect identities of victims at all costs. Do not release information or names of injured or dead
until the authorities notify next of kin.
• Explain to those involved in a crisis situation that it is in their best interest not to be interviewed by
the media. During an interview under stressful conditions, they may inadvertently say something
that could jeopardize their own safety or the safety of others.
46

COMMUNITY/SHAREHOLDER COMMUNICATIONS SPECIALIST
If the company is small, this role may be simultaneously handled by the External or Internal
Communication Specialist or another member of the CCC Team.
Role
• Handle public inquiries about the incident and deal with them accordingly in a way that is clear,
concise, accurate and timely so that shareholders and key community publics have all the facts
and information they need.
General Responsibilities
• Respond to all public inquiries in a timely, accurate, and sincere manner.
• Serve as point person for calls from the public.
• Participate in information updates conducted by the CCC Manager.
• Serve as liaison with the on-site CCC team member to maintain consistency and provide support
where required.
Skill Set
• Experience or training in community/investor relations.
• Skilled at using clear, concise language, particularly when under pressure.
• Working knowledge of all the company’s operations and facilities.
• General level knowledge of the incident, management procedures, and the individuals responsible
for specific areas.
Duties - Mobilization
When you arrive at the CCC, find out:
• Set up public/shareholder response space and phone.
• Communicate via news releases that public calls will be taken via a 1-800 number, social media or
other communications channel.
• Alert receptionist that all calls from the public must be forwarded to you.
• Start public response.
Duties - Sustained Response
General Tips For Dealing With The Public
• Immediately state facts proactively to callers. Be open and honest and tell them what you know.
• Maintain a continual flow of information to the public, including small changes.
• Involve the community in the response and decision-making process.

Dealing With Visitors
Visitors may be of several types, including:
• Officials
• Media with legitimate needs for information
• Members of the Board of Directors
- Employees wishing to help

- Bystanders and curious members of the public

• Clear instructions must be given to Security regarding the type of visitor to be admitted, which
depends on the current state of the emergency.
• A record of all visitors must be maintained.
• Requests for access to the crisis site must be referred to the CCC Manager.
• Visitors must always be accompanied by an (organization) employee who must ensure that visitors
do not impede the crisis response process.
TELEPHONE PROCEDURES
General Guidelines
• Always answer the phone with “(organization) Communications Center. How may I help you?”
• Be courteous.
• Record calls on a Telephone Call Sheet.
If a Spokesperson isn’t available
• Say: “All spokespersons are currently on the telephone. If you would like to leave a message, I will
have one of them return your call as soon as he or she is available.”
• Be sure to ask the call the following information and record it on the Telephone Call Sheet:
- Name

If a Caller is upset
• Be a good listener; don’t interrupt.
• Assess the urgency (by the tone of their voice).
• Ask for details.
• Reassure the caller that you will get help or information as soon as possible.
• No matter what, do not comment on the incident.
• Instead, say: “I’m sorry, but I’m not in a position to give you that information. I will have a
Spokesperson get back to you as soon as one is available.”
If a caller is rude
• No matter what the caller says, remain calm and don’t interrupt.
• Maintain an attitude that “the caller is always right.”
• Do not offer a personal opinion.
• Complete the Telephone Call Sheet and follow through just like you would any caller.
• Don’t argue, just listen and be courteous and helpful.
If a caller is in the lobby and wants to speak with someone
• Advise the caller that you will have to speak with the CCC Manager and call him or her back.
• Ask the caller to leave his or her name and number with the security officer.
• Advise the caller of the next news conference time, if appropriate.

CCC ADMINISTRATOR
This position is not required or can be combined with other duties. An executive assistant or
administrative assistant would be ideal for this role.
General Responsibilities
• Maintain operational capability of Emergency Communication Center, including supplies and
equipment.
• Ensure all members of the CCC Team and SME’s are contacted.
• Monitor and record all CCC communications. Coordinate duplication and distribution as directed
by CCC Manager.
• Make necessary arrangements for delivery/rental of additional resources.
• Work with other CCC Team members to activate CCC facilities, including rest area, supply area and
Media Briefing Room.
LEGAL SPECIALIST
General Responsibilities
• Review all CCC communications for legal and regulatory compliance.
• Serve as approval point for Legal department.
• Serve as primary expert in legal matters.
SUBJECT MATTER EXPERTS
General Responsibilities
• Serve as primary expert on specific operational/procedural areas.
• Mobilize respective department’s personnel and resources in support of CCC.
• Remove roadblocks to resolution of crisis.
• Serve as liaison between CCC and respective department(s).
POST-CRISIS EVALUATOR
General Responsibilities
After a crisis has passed, the CCC Manager will assign a Team Member to head up and author a post-crisis
evaluation. This evaluation will include:
• Analysis of strengths and weaknesses of crisis-related actions.
• Recommendations for improving the crisis response system.
• Timelines for adopting improvements.
This report shall be reviewed by the entire CCC Team and sent to Senior Management with
recommendations for updating and/or improving the process.
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ON-SITE (REMOTE) COMMUNICATIONS
Some crises will dictate that a CCC Team member be sent to the scene of a crisis in progress to handle
communication needs. When the CCC Manager deems this is necessary, the following procedures and
guidelines come into play.
If the crisis is outside of Western Washington, the CCC Manager will assign an on-site representative and
determine the most expedient mode of transportation.
On-site representative will take a Tool Kit. Supplies may include:

• Cellphone

• Pen & paper

• CCC manual

• Company phone directory

• Flashlight

• Blanket

• Flashlight batteries

• Aspirin/Tylenol

• GPS

• Hard candy/gum

• Digital camera

• Tissues

• Binoculars

• Tape/safety pins

• Watch/clock

• Safety pins/tape

• Cash

• Tablet 4G/LTE/wi-fi or PC with wi-fi

• Company credit card

Upon Arrival
• If the media is already present, identify yourself and tell them you will return promptly with as
much information as possible. Indicate you will provide updates on behalf of the company.
• Establish a site for announcing the news as you receive it.
• Ensure that you have cellphone and/or wi-fi service.
Conduct Fact Finding
• Locate the (organization) manager/lead on-site and identify yourself and make your services
available.
• If the individual has time, have him/her describe situation. If not, get as much information as
possible from others.
• Contact the CCC to coordinate on-site responses and mobilize necessary support services.
Releasing Statements
• Draft a statement of pertinent facts and have it approved by the CCC Manager.
• Meet with the media at the predetermined point and read the statement.
• In cases of personal injury do not respond with names or details other than situation facts until
notification has been made to families and the CCC Manager authorizes disclosure.
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Working With the Media
• Having established yourself as the primary contact for the company on-site, the media will usually
look to you to provide as much information as possible. Be calm and cooperative at all times.
• Media representatives are not allowed inside company property unless approved by the CCC
Manager. When the situation warrants, a designated team member can coordinate the posting of
security. Whenever possible, however, try to use common courtesy and provide the media with a
comfortable place to wait off property.
• The media will attempt to film persons involved in the crisis. For the safety of employees, do not
allow media to film or interview those involved.
Working With Employees, Clients & Victims of the Crisis
• Be calm and encouraging to the persons involved in the crisis.
• Explain to those involved in a crisis situation that it is in their best interest not to be interviewed by
the media. During an interview under stressful conditions, they may inadvertently say something
that could jeopardize their own safety or the safety of others.
• In the event of injury or death, you may speak on behalf of the company in expressing the
(organization)’s concern and in commending the behavior of those employees at the scene.
• In a crisis involving field offices, provide clients with a list of alternative store/office locations and
provide directions to the nearest store/office if possible.
Working With Families of Victims
• In any crisis involving injuries, death or hostage situations, families and friends of victims may
come to the scene. Dealing with these families will be another part of the communicator’s role.
• In any crisis (robbery, hostage situations, etc.), the FBI will take charge. Cooperate with their
representatives at all times.
• If the situation is severe enough that families arrive on the scene, it is possible that the FBI may
designate an official spokesperson of their own. Work closely with their representative, agree
on formulation procedures for statements and updates, and institute ongoing communications
between yourself, their spokesperson and the Crisis Communications Center.

If the FBI Designates a spokesperson . . .
• Monitor all information and update the families of victims regularly. Use discretion to avoid
additional fear and concern.
• If possible, designate a site as remote from the scene as the families will agree to. Stay with family
members and attempt to keep them warm, fed, comfortable and informed. Attempt to keep them
together as a group.
• Work closely with company officials during these arrangements.
• Discourage anyone from trying to get closer to the scene than the designated site for the families
to wait out the crisis.
• Encourage the families to call one friend or relative and to ask that person to relay information to
others who need to know in an effort to keep phone lines available for others.
• Establish yourself as their information source to attempt to control rumors.
• In cases of serious crisis, the CCC Manager may ask that counselors be contacted for employees
and family members.

CCC EXERCISES
FREQUENCY
Once a year, the CCC Team and alternates shall convene in a mock exercise to test the readiness of the
emergency communications process. In cooperation with Senior Management, the CCC Manager should
develop a theoretical crisis involving the company, including diversionary events.
PROCEDURES
The crisis team should know the date and time frame the drill will be held so everyone can attend the
exercise. It is imperative that each member be involved in a real-time crisis.
• One person needs to be assigned to record the exercise so notes can be reviewed and corrective
actions taken.
• As much as possible, the exercise should be realistic, with volunteers (friends, family members) in
other locations serving as media, concerned employees, victim’s families, etc.
• Be sure to block out the necessary rooms (Crisis Communications Center, Media Briefing Room,
etc.) for the purpose of these drills.
FOLLOW-UP
• The team should write a post rehearsal report identifying issues and shortcomings in the mock
drill and recommendations for improving the response to a crisis.

CRISIS IMPACT VALUE RATING SHEET
Answer these five key questions, ranking the impact of each between 1 (Least) to 10 (Most):
1 If crisis runs risk of escalating in intensity, how intense might it get and how quickly?
2 To what extent would your crisis fall under someone’s watchful eye, such as the news media or
government regulatory agency?
3 To what extent will crisis interfere with normal operations of your business?
4 Is your internal/external public image at risk?
5 To what extent would your company’s bottom line be damaged?
EVENT

WORKING WITH THE MEDIA IN TIMES OF CRISIS
When you are in the midst of a crisis, an interview should be handled a little differently. While many of the
skills used in day-to-day media relations will come into play, there are additional considerations when a
crisis is unfolding and the media is clamoring for quotes, sound bites and answers, many of which may not
even be known at the time.
By its nature, a crisis is very fluid. Before you ever grant an interview with a member of the media,
consider these things:
• What do I have to gain by accepting an interview? If there is nothing to gain, don’t feel compelled
to accept it right then. Explain instead that you will be accepting interviews at such and such
a time, as your focus at the moment is on the crisis. Or let the reporter know that a press
conference has been scheduled in lieu of individual interviews.
• Can you control the situation enough to give an interview at this time? The media may want to go
around you while you’re trying to control the message, but there’s really no point in conducting an
interview when you have no concrete answers to provide. All you end up doing is looking confused
and unorganized.
• Can you effectively get your key messages across? If the answer is yes, make sure you have gone
through these messages and stick with them. Don’t be tempted to wing it and answer questions
that aren’t anticipated. Choose a maximum of three key messages and stick with them.
• Who is the audience? Does the medium that the reporter work for serve an audience that would
be responsive to or even interested in your message?
• How will other audiences be affected, such as customers, suppliers, shareholder or employees by
an interview?
• Is there a better strategy available? Can a Q&A, backgrounder or other prepared piece such as a
read statement do the job at the moment.
• Is it really your fight? Don’t feel a need to be drawn into a battle that is not yours.
• Are you comfortable handling spokesperson duties in a crisis? A crisis isn’t the time for on-the-job
training. In the midst of a crisis your words carry even more weight and what you say or don’t say
can greatly influence audience perception.
• Are you trying to control damage, influence opinion or calm fears? It is a delicate balancing act
and you need to know what the purpose of the interview is before accepting it. Some members of
the media are more willing to listen openly to you than others who are rushing to meet a deadline
with any sound bites or quotes the can find.

APPENDIX D | WORKING WITH THE MEDIA IN A CRISIS

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The good news is that if you’re used to handling media requests and interviews, moving into crisis
interview mode isn’t a huge jump. If you do your homework and prepare properly, you should be able to
weather any crisis interview.
Following are some additional tips you will find helpful in handling crisis interviews:
1. Don’t grant an interview if you’re not willing to talk about the crisis. Avoiding the issue or being
evasive will not do you any good, and in fact, can make matters worse.
2. Just because something is damaging your reputation or that of your product, service, organization
or cause, it’s not a good reason for a reporter to leave it out of the story.
3. Reporters don’t answer to your various stakeholders. Their job is to get the best story they can
within the allotted time and tell it in such a way that it gets the best ratings and circulation, in turn,
generating additional revenue for their company. Never forget who they work for and it’s not you.
4. While it’s OK. to reschedule an interview or do a general press conference instead, silence is never
golden in a crisis. Silence won’t make a crisis go away. It will only infer guilt where there may
actually be none.
5. While there’s no legal requirement to talk to the media, the media will talk about you, with or
without your participation. Worse, they may go to secondary sources that don’t have access to the
information you do, including your competitors.
6. If you try to be evasive, the media will get you. They will portray you as wanting to hide something
or accuse you of being evasive if you’re not as candid and forthcoming as possible.
7. If you are the spokesperson in a crisis, be the only one to handle all media contacts. Don’t share
the responsibility or the message will become diluted.
8. If you are not the official spokesperson, keep your mouth shut. You may have to be the tough guy
with the president of the company or anyone else who wants a moment in the limelight during a
time of crisis. Close all channels of potential leaks of information that isn’t coming directly from
you.
9. Don’t let lawyers speak for the company, unless you work for a law firm. Law and communications
are very different disciplines and a lawyer’s reluctance to say something because of possible
litigation can make a crisis worse.
10. Don’t ever panic. Eventually, the crisis will pass. How well you weather it depends largely on your
ability to address the situation head on and communicate clearly and consistently with target
audiences as the crisis enters its acute stage and finally, the post-crisis stage.
11. Craft your message to be as positive and truthful as possible. Then stick to the story.

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APPENDIX D | WORKING WITH THE MEDIA IN A CRISIS

12. If your organization made a mistake, admit to it. Then outline the steps you are taking to fix it.
Don’t act as if nothing is wrong. This is the quickest to way to destroy any credibility you have.
13. Emphasize the solutions that are being explored or implemented, especially if you caused the
crisis in the first place.
14. Though a crisis is by its nature stressful, don’t lose your cool. Don’t defend a position. Don’t panic.
15. Sound enthusiastic when delivering your messages.
16. Control the message by being proactive rather than defensive.
17. Reporters are really good at feeding on emotions. If they sense you’re dodging questions or not
telling the truth, they will roast you.
18. Try to remain calm. Be pleasant to the media. Act as if this is just like every other day, even if you
feel as if everything is crashing down all around you.
19. Because of the stress of any crisis, be sure you really rehearse your messaging or statement.
20. If a reporter asks a question based on misinformation or incorrect facts, correct them immediately
in a positive way. Don’t admonish the reporter because in the heat of the moment they got their
information wrong.
21. If someone is at risk or has been injured or has died, be compassionate and place the needs of the
victims and their families ahead of everything.
22. Be prepared for the fact that a call can come out of the blue at anytime, making you aware of a
crisis before it has reached your own team. Be polite and let the reporter know that you will get
back to them as soon as you’ve had a chance to review the facts.
23. Prepare a crisis plan ahead of time and have it in place. Rehearse it at least annually and update it
regularly.
24. If the media suddenly shows up at your office or home, don’t be confrontational. This only shows
you’re guilty, even if you’re not.
25. Try to remain calm.
26. Don’t put your hands over your face or suddenly excuse yourself and leave.
27. Don’t ask that a camera be turned off or get in the face of a reporter.
28. Don’t threaten to call the cops or your attorneys or order members of the media off your property.
29. Never look or act guilty. Be cordial, be friendly and never let the media see you sweat.
30. When you’re ready for your interview or press conference, stick to your messages. Don’t answer
questions you don’t really have an answer for. Never guess in a crisis.
31. If you don’t have a particular piece of information handy, say so. Then promise to get back to the
reporter with the information they requested. Be sure that you do.

APPENDIX D | WORKING WITH THE MEDIA IN A CRISIS

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32. If you’ve already established solid relationships with the media, they may be more willing to cut
you some slack and even give you the benefit of the doubt in the midst of a crisis. That’s why it’s
important to keep media relationships positive and stay in contact regularly.
33. If you haven’t fostered good media relationships, don’t expect any reporter to cut you any slack at
all.
34. If there is bad news disclose it all at once. Don’t let it out bit by bit. This will only keep the crisis in
the news longer as new facts are uncovered.
35. Hope that a crisis doesn’t strike on a slow news day. This could make you front page news when
on any other day you’d be lucky to be in Section C of the newspaper or the last segment of the 11
o’clock news.
36. If the news is bad, be sure you’re the one that releases it.
37. The best time to release bad news is Friday afternoon at 4:59 p.m. going into a holiday weekend.
Yes, that’s being idealistic, but it also demonstrates that the timing of a crisis can determine how
much play it gets. You never want to be the lead story on the evening news program if you have
any control at all over it.

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APPENDIX E | BUSINESS CONTINUITY CHECKLIST

BUSINESS CONTINUITY CHECKLIST
Congratulations! A crisis has struck, you were prepared for it, and it has passed.
Now what? You may have to start from scratch, pick up somewhere in the middle, or continue on from
where you left off, a little worse for wear.
This checklist will help you get your business up to speed more quickly and hopefully more completely,
once a crisis enters Stage 4: Crisis Resolution. Feel free to modify it to suit your own organization, as this is
just a framework.
Advance Planning Checklist
1. Identify a Continuity Operations team for your company.
2. Decide who can order a reduction, shutdown or relocation of operations in times of crisis or
immediately following a crisis.

- Determine who must be paid, how long each staff member will be paid, how they will work
remotely, how paid time off may be used during a slowdown or shutdown and what benefits will
be paid and for how long.

3. Create duplicate records of all critical business documents: business license, articles of
incorporation, partnership agreements, bylaws, EIN and business license numbers, corporate seal,
minutes and resolutions from official meetings, insurance policies, software registration numbers,
etc., vendor lists, contact information, employee directories and personnel records, etc.
4. Back up of all key data on servers and company computers. Ideally, data should be backed up
at least weekly to the cloud or remote server locations that are off-site and offer remote access
capabilities.
5. Identify all the functions that are critical to survival. These are the services that need to be
maintained during a crisis and/or restored following a crisis.

If a reduction, shutdown or relocation is possible:
1. Inform the president/owner.
2. Contact the CCC Manager.
3. Follow the instructions in the Business Continuity Plan and the Crisis Plan for the specific incident
in question.
4. Notify personnel, board, customers and suppliers of the potential for a slowdown, shutdown or
relocation.
5. Test the employee section of your website and the out-of-town phone number employees should
contact to leave an â&#x20AC;&#x2DC;ok messageâ&#x20AC;&#x2122; in a crisis.

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APPENDIX E | BUSINESS CONTINUITY CHECKLIST

If a reduction, shutdown or relocation is required:
1. Activate the Business Continuity Plan and the Crisis Plan.
2. Secure the companyâ&#x20AC;&#x2122;s facilities as outlined in each plan.
3. Notify stakeholders that a slowdown, shutdown or relocation is occurring. Give them further
instructions.
4. Determine near-term liquidity needs.
5. Arrange for mail to be stopped, held or forwarded temporarily to a new location.
6. Track the recovery expenses of all personnel for possible reimbursement, such as overtime, travel
or equipment rentals.
7. Record any injuries in the OSHA logs and be sure you report these to the stateâ&#x20AC;&#x2122;s L&I department.
8. Determine what resources (staff, technology, equipment, facilities, etc.) are needed to move back,
reopen or restart operations.
9. Create a phased approach to resume full operations.
10. Communicate this plan to the Business Continuity Plan team, president/owner and CCC Manager.
11. Communicate this plan to employees.
Reopening Operations
1. Inspect facilities for damage. Get necessary state, county and local approvals to return to
operations.
2. Confirm with local authorities that it is safe for employees to return to work (i.e., roads are clear,
bridges are safe, etc.).
3. Re-establish utilities.
4. Establish business priorities.
5. Contact initial staffing needed to reopen for business.
6. Inventory damages.
7. Check documentation requirements for insurance, federal, state and local disaster aid, etc.
8. Re-establish computer systems, retrieve back ups.
9. Contact vendors.
10. Bring in all services that were performed remotely.
11. Bring personnel back in phases to support functions as they are restored.

APPENDIX E | BUSINESS CONTINUITY CHECKLIST

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PRODUCED BY
MARKETING SERVICES
BUSINESS SERVICES DIVISION
WASHINGTON STATE DEPARTMENT OF COMMERCE